Samantha Julka: Let’s help employees take a (mental) load off
One second I might be contemplating my laundry pile and the next taking a deep dive into why sales are down this quarter.
One second I might be contemplating my laundry pile and the next taking a deep dive into why sales are down this quarter.
What many people don’t realize is that the Titanic was the White Star Line’s solution to a hyper-competitive market—its own form of disruption.
Transparency in the workplace can be a double-edge sword that cuts both ways.
The power consumption for this process is no joke, which is why the proposed 30% tax will effectively force all American-based companies overseas.
A “women-led” company might have several women in charge making important strategic decisions on a daily basis; however, those female leaders don’t have enough equity in the company to control a board/investor-level vote.
Major company transitions take time, and I won’t pretend this rollout was quick and painless, but open-book management soon became an integral part of our company culture and was an additional layer of activating our core values, such as, “Act like an owner.”
Factors like toxic culture, bottlenecks, a lack of strategic clarity, lack of diversity, or cross-functional conflict act as organizational barriers that stifle your good people’s impact.
It’s easy for urgency to overpower the realization that hiring is one of the most important things we do as leaders. Going fast and on your gut serves no one.
The best (and only) use case for a reorganization is to solve a specific business problem.
Losing a key team member or a major customer, or having a product fail in the field, can lead to significant declines in revenue, customer trust and optimism.
The Gallup survey found a strong link between workers with best friends on the job and profitability, safety, inventory control and retention.
Overall, it seems there isn’t one work culture that is better than others. However, to be in the best work situation, I believe it starts and ends with having great leadership.
If an idea is truly great, someone has likely thought of it before but might have hit a roadblock or moved on to something else. The real opportunity lies in overcoming those initial obstacles and finding product-market fit.
My colleagues’ intention was to help, but the impact was hurt feelings.
The constant stream of small bites made the core value tangible and kept it at the top of our team’s mind, while the leadership team’s participation in these activities signaled importance to the rest of the team.
We benchmark ourselves by those who have been extended different opportunities and privileges. Yet, too often, we feel shame and disappointment for not achieving what our peers have accomplished.
When things feel challenging, it’s important to recall how that emotion shapes (and sometimes skews) our reality.
As a young businesswoman, I put an enormous amount of pressure on myself to be perfect. Perfectly prepared. Perfectly dressed. Perfectly presented. Perfectly on time.
Organizations push high volumes of personal (focus) and transactional (collaborative) work, often at the expense of relational (connection) work. And it’s gotten worse since the pandemic.
Entrepreneurs have to constantly pitch different things to different people at different stages in the life of their ventures.